Transition from the military: intensity

Several years ago, the concept of agents was created through business and management circles across the country. It was if a new phenomenon was taking on our country and how we shared business. Many of these pressures are attributed to Denning and his approach to overall quality management. There were many companies that made it their battle to cry that they were working from within and within self-directed working groups. These principals came fashionable that employees should have the power and authority to control themselves and the work they were responsible for publishing.

There were numerous companies that had enough managers / leaders who were not threatened by the possibility of some more favorable ideas about the growth and continued movement of certain companies that actually came from ranks rather than the "Ivory Tower" where ideas were traditionally formed. There were some good results from this approach to management and leadership.

Not surprisingly for those who have served an active military service, this is how we operated and were developed to take on additional and additional guarantees. It was the most common place for some of the best ideas related to the project that comes from status and file; from those who were actually responsible for "kicking down the doors."

To showcase some of the leadership skills you take for civilian workforce and how to apply for them, the following is an example.

When I was working for one particular company, when I moved from managerial manager to management, I not only found more employees to manage, but a number of new projects. I was very pleased with the new workload because I had developed a reputation in the company in order to cope with the necessity of these projects and find ways to ensure that these fundamentals were made. I was also very confident because I had developed communication with all employees. I had not developed a professional relationship with my new supervisors, but I doubtless I could.

One of my first steps when I took over as Operations Manager was to meet with all the staff and mentors. I wanted to know:

2. What they were responsible for,
3. If they were actually doing jobs as described in their work programs,
4. If something could be better.

After finding out with everyone, I had a lot of information about the vocational education of both the company and their role in the company. I had special emphasis on mentors.

While interviewing mentors, I felt I was not aware of all the work they had been responsible for producing and their general feelings about not having a voice in the company. I first put forward to overcome these challenges.

In order to cope with the challenge of being unaware of what the supervisors had been responsible for, I had to make a list of all their duties. After the list is collected, I compile with each supervisor's job message. As jobs did not match the description, I asked the trainers why they were conducting this particular task. I then wrote the duties they thought they should be performing. I then screwed the lists and reassigned duties, with mentors & # 39; acceptance of the new obligations. From now on, I actually walked away and had access to the hand without being responsible for what they said they were producing or just making a proposal as another way to achieve the results they wanted.

Regarding handling managers' challenge of not having a voice in the organization, it was the first thing I did schedule a weekly meeting with supervisors. During these meetings I would discuss the tasks that were done, the achievements they had made this week and the goals they had next week. After the trainers made operational reports, I or I would have one of the combined oral presentations that included another particular job or topic. I attended the presentation by facilitating coaching on Covey's 7 habits of highly successful companies.

After the first meetings, my mentors started to realize that I was not treated like farmers, but more than just numbers in the company. They realized that what they said is important. When the time had passed, we held our meeting with everyone and said what was in their minds. Nothing was said to be personal but was a way to clear negative or strong criticism so that we would be open to having a productive meeting.

The methods I used to handle the first subjects when I took over activities seemed to be very powerful. The supervisors began to assume further duties. They started producing their own vocational training programs. In the distribution section, the tutor, with self-learning, learned more about inventory management. The supervisor began negotiating with the dealer and achieved better pricing of equipment and inventory and introduced new products to existing inventory. The holder of the inspector found better tools to protect the company against identity theft and fraud. This counselor also found ways to streamline the underwriting process and train new staff.

On board were very positive and creative improvements from all. I always acknowledge them for their credit. The Operations Division became a team committed to being fast, flexible and constantly improving. Supervisors made the league more reliable and professional. But of course it was then. They were the ones who were actually getting staff to work.

Here's a lesson you can take from your military experience. It is often reported that managers / managers get results. It is true that through their leadership and stewardship are results made in their organization. A successful organization usually has effective leaders.

In fact, there are members / staff in organizations receiving results. The results are usually directly related to the quality of younger leaders (those that do not appear on organizational sites or those who do not receive broad recognition).

It is important not only to know younger leaders but to recognize them too. This means allowing those who want to be directly responsible for creating results to create the results. Yes, be responsible for them and yes, be careful, but do not be afraid of knowledge and abilities. Do not break the presentation of new ideas. Embrace rather younger leaders and their talents. The agency will likely improve faster than just relying on the "signboard" at the office of the door.


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